Can A Manager Be Too Nice?

So what happens when a manager is too nice? Alison Green writes in U.S. News that there are four immediate issues from an employee perspective (the italicized comments are mine):

  1. The boss won’t make hard decisions or have hard conversations. That’s true. But managers are there to make the hard decisions. That’s why their paid more.

  2. You’ll have a slacker working at the next desk over. There are always employees who attempt to do as little as possible. A nice manager avoids confrontation with that employee – which often results in everyone lowering their performance standards.

  3. You’ll receive fuzzy, unclear messages. Managers need to be directive and establish expectations early in the employment cycle. Most importantly, managers must follow up to ensure their expectations are met.

  4. You won’t get useful feedback. Good bosses tell employees how they can grow and develop, which necessarily entails pointing out things they could be doing differently, something too-nice managers often find awkward. Another trait all good managers must have is the ability to help their employees develop. Candid feedback is the only way to accomplish this.

Alison Green also writes a wonderful, succinct advice column for managers. I love her thoughts. You can see them here:

Recent Posts

See All

9 Ways to Lead the Return To “Normal”

Things are starting to stabilize. Things appear to be getting better. The curve, for now, appears to be flattening. But make no mistake: The anxiety people have is manifest 24/7. They’re worried about

How Smart Companies Streamline Their HR

For the past twenty years, we’ve helped more than 250 businesses and organizations with Human Resources. We’ve learned a thing or two about what works and what doesn’t. Regardless of company size, wha

Keep Your Best Employees By Asking These Questions

A very wise man once said if you ask enough “stay interviews”, you’ll be doing a lot less “exit interviews”. I have seen very few businesses that can’t benefit from more frequent and quality interacti